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2. Pick diagnose model
Weisbord’s six-box model
Weisbord suggest that a useful starting point for any diagnostic exercise is to:
Focuse on one major outupt of a unit or the total organization
Explore the extent to which the producers and the consumers of the output are satisfied with it
Trace the reasons for any dissatisfaction to what is happening in ir between the six boxes that represent the unit or organization under consideration
4. Resistance change- Explain why people resist changing. How tools can be used to minimize.
Reasons for resisting specific changes
Parochial self- interest
Perceived negative effects of interests
Misunderstanding and lack of trust
Lack of clarity as to what is needed
Attachment to the organizational culture/identity
Dislike of change
Lack of conviction that change is needed
Discomfort with uncertainty
Perceived breach of psychological contract
Low tolerance for change
Tools to minimize change
Expectancy theory (Vroom 1964)
Equity of treatment
The model can also be extended to include stakeholder expectations about the equity of outcomes in the changed situation. If stakeholders believe that comparable others will receive more favorable treatment as a result of the change, this will affect their assessment of the attractiveness of the outcomes they expect to receive. Some stakeholders who expect, in absolute terms, to receive a net increase in valued outcomes may resist the change because they feel that they are being treated unfairly relative to comparable others.
Understanding and competence
The model can also be extended to include key factors that may affect effort to performance expectancies. These include the stakeholder’s understanding of the nature of the required performance, and the rules that govern how a performance should be produced, and the competencies required to deliver a satisfactory level of performance.
Weisbord’s six-box model
Weisbord suggest that a useful starting point for any diagnostic exercise is to:
Focuse on one major outupt of a unit or the total organization
Explore the extent to which the producers and the consumers of the output are satisfied with it
Trace the reasons for any dissatisfaction to what is happening in ir between the six boxes that represent the unit or organization under consideration
4. Resistance change- Explain why people resist changing. How tools can be used to minimize.
Reasons for resisting specific changes
Parochial self- interest
Perceived negative effects of interests
Misunderstanding and lack of trust
Lack of clarity as to what is needed
Attachment to the organizational culture/identity
Dislike of change
Lack of conviction that change is needed
Discomfort with uncertainty
Perceived breach of psychological contract
Low tolerance for change
Tools to minimize change
Expectancy theory (Vroom 1964)
Equity of treatment
The model can also be extended to include stakeholder expectations about the equity of outcomes in the changed situation. If stakeholders believe that comparable others will receive more favorable treatment as a result of the change, this will affect their assessment of the attractiveness of the outcomes they expect to receive. Some stakeholders who expect, in absolute terms, to receive a net increase in valued outcomes may resist the change because they feel that they are being treated unfairly relative to comparable others.
Understanding and competence
The model can also be extended to include key factors that may affect effort to performance expectancies. These include the stakeholder’s understanding of the nature of the required performance, and the rules that govern how a performance should be produced, and the competencies required to deliver a satisfactory level of performance.